HR Data Labs

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HR Data Labs episodes

October 02IBEJesus Prince - What We Learned From The National Association of Counties Annual Conference
David Turetsky speaks with IBEJesus Prince from HR Data Labs Consulting about their time at the NACO conference and what stood out most. The conversation is short but clear: the event brought together people who were focused on finding practical solutions, and even attendees outside the immediate decision-making circle were willing to help connect the dots.

Key topics
In this episode, David Turetsky introduces the conversation from the HR Data Labs Podcast and frames it around the team’s experience at the NACO conference.
IBEJesus Prince, a principal consultant at HR Data Labs Consulting, shares a broad conference takeaway: the people at NACO were genuinely solution-driven.
A major theme is the value of openness at the conference — even people who were not directly responsible for making decisions still cared about moving a solution forward.
The guest notes that asking questions often led to the right person, which made the event feel collaborative rather than blocked by hierarchy.
Commissioners and other officials were mentioned as people the team met, reinforcing that the event brought together stakeholders with influence and interest.
The conversation highlights a contrast between environments where non-experts become blockers and this conference, where people helped route questions and support progress.
IBEJesus emphasizes that the organization and the people they met left a strong positive impression.
The episode closes, suggesting this was a brief conference check-in rather than a full-length interview.
Timestamps

00:00 - Testing the audio and getting set up
01:41 - David introduces the HR Data Labs Podcast and the guest
01:57 - Why the NACO conference was the focus of the conversation
02:08 - A quick personal icebreaker before the main topic
03:41 - First conference takeaway: people were solution-driven
04:06 - Commissioners and officials were open to connecting people to answers
04:33 - Why the event felt collaborative instead of blocked by hierarchy
04:52 - The conversation wraps up early
11 min
September 24Sushma Tripathi - The State of HCM: How HR Leaders are Modernizing People, Process and Technology in an AI- Enabled World
David Turetsky and Sushma Tripathi discuss where human capital management is headed, why HR modernization is harder than simply adding new software, and what leaders need to fix first. Sushma brings more than 25 years of HCM strategy experience across product, operations, staffing software, and advisory work, so the conversation stays grounded in what organizations are actually facing.In this episode, they focus on the shift from transactional HR to AI-enabled operations, the burden of process and technology debt, and why workforce management is becoming the backbone of modern HR transformation.

Key topics
Sushma Tripathi’s background spans HR, benefits, actuarial work, product development, COO and CPO roles, and strategic advisory work, giving her a broad view of HCM change.
The industry is moving from transactional HR to more intelligent, integrated, AI-enabled operations.
Many organizations are stuck with fragmented processes, legacy systems, unclear ownership, and outdated configurations that no longer match current needs.
Process debt and technology debt are major blockers, especially when old workflows and old system settings keep surviving years of change.
Decision rights confusion is a recurring issue - HR, operations, finance, and IT often all touch the same workflows without clear ownership.
AI readiness is limited by data quality, governance, and change management, not by the AI tools themselves.
Workforce management is emerging as the anchor for operational excellence, especially around scheduling, labor models, compliance, productivity, and outcomes.
Employee self-service and manager self-service still matter, but users now expect experiences that feel as simple and intuitive as consumer apps.
Many organizations are asking whether to buy new technology or improve what they already have first.
Sushma emphasizes that HR is becoming a strategic operations partner, not just a people-management function.
Timestamps
00:32 - Welcome to the HR Data Labs podcast and introduction to the conversation
01:44 - Sushma Tripathi’s 25-plus years in HCM strategy and leadership
03:47 - A personal story about hiking and the challenge of Angels Landing
06:25 - Transitioning into the real topic: HCM modernization and AI
07:47 - Why HR is moving from transactional work to intelligent, AI-enabled operations
09:59 - Process debt and technology debt are slowing organizations down
11:57 - Why employee and manager self-service still matters
14:52 - Why maturity level changes the pace of modernization
16:52 - Where organizations should start when modernization feels overwhelming
18:29 - How AI should fit into end-to-end workflows, not just isolated tasks
19:24 - Why governance and data configuration are still foundational
21:25 - Why every organization needs continuous operating-model revision
22:33 - Cleaning, combining, and using data before expecting better outcomes
23:03 - Baby steps, outside help, and why AI tools do not fix broken processes
25:39 - Why workforce management is the biggest concern going forward
26:02 - What workforce management includes beyond time tracking
27:00 - Compliance, fines, penalties, and brand risk in workforce management
28:28 - Closing thoughts and goodbye

Notable quotes
“Data quality, not AI, is actually the biggest barrier.”

“Because just because you have a hammer, everything is not a nail.”

“You can't just go into Chat GPT and say fix me.”
28 min
September 17Jennifer McClure - Why HR Needs Disruption
Jennifer McClure joins David Turetsky to unpack how her career in HR, executive search, speaking, and coaching led to Disrupt HR. The conversation focuses on why HR gets blamed for business problems, how leaders can stop using HR as a scapegoat, and why true disruption means rethinking both broken processes and the ones that only seem fine.
Jennifer McClure shares a practical case for moving HR beyond administration and into real business influence, while David Turetsky pushes on the everyday realities of performance management, remote work, compensation, and accountability.

Key topics
In this episode, Jennifer traces her path from nearly 20 years in corporate HR leadership to executive search, then into speaking, coaching, and launching Unbridled Talent.
She explains how Disrupt HR began as a way to surface ideas from people who may not have a speaker reel or prior speaking experience but still have something meaningful to say about the future of work.
Jennifer argues that HR was originally built as an administrative function, but the profession has evolved and now has a chance to influence business strategy far more directly.
She challenges the old “seat at the table” mindset and says the real issue is not seating, but whether HR leaders actually understand the business and how people drive results.
David and Jennifer discuss how HR often becomes the dumping ground for decisions leaders do not want to own, especially around performance management, compensation, culture, and employee relations.
Jennifer emphasizes that HR should not automatically say “no” and take the blame. Instead, managers should be required to make the case and own their decisions.
The conversation uses examples from remote work and compensation to show how easily leaders pass responsibility to HR without first having the difficult conversation themselves.
Jennifer explains that Disrupt HR is not just about fixing broken systems. It also asks whether working processes could be simpler, faster, more human, or more useful.
She compares workplace experiences to consumer experiences, like Netflix recommendations, Amazon suggestions, and frustrating phone trees, to show how people expect better design at work.
David and Jennifer talk about the value of short-form ideas, different audience reactions, and why a talk or process does not need to please everyone to be worthwhile.
Jennifer closes by encouraging listeners to disrupt themselves, their organizations, and even processes that appear to be working well, because innovation often starts with a better question.

Timestamps
00:00 - Intro to Jennifer McClure and the HR Data Labs conversation
01:10 - From corporate HR leadership to executive search and speaking
03:34 - Why Unbridled Talent got its name and what Jennifer does now
04:37 - Executive coaching, speaking, and the origins of Disrupt HR
05:20 - A fun fact: farming, horses, and Tennessee roots
07:08 - Why the topic of HR disruption matters right now
08:12 - Why HR has been seen as ripe for disruption
09:23 - From administrative personnel work to “seat at the table”
10:20 - What “being strategic” in HR really means
11:06 - Talent strategy and business strategy should be integrated
12:04 - The real opportunity for HR influence and business impact
13:32 - Why some leaders still only want transactional HR
14:19 - Business leaders blaming HR for problems they do not want to own
16:10 - Reframing “HR always says no” into manager accountability
17:45 - A real example of remote work, blame, and chain-of-command confusion
19:48 - Compensation example: when a late request cannot be approved

21:27 - How HR can remove itself as the scapegoat and push ownership back up
23:08 - What Disrupt HR actually is and how the format works
24:30 - Bringing in voices from outside HR to improve work
25:57 - Disruption is not only for broken things
26:46 - Looking at consumer experiences to redesign workplace processes
28:32 - Why outdated phone trees and apply processes frustrate people
29:05 - The importance of asking why a process exists in the first place
30:42 - Over 11,000 five-minute Disrupt HR talks and why the format works
31:55 - Why not every presentation lands with every person
33:47 - Preparing a keynote and accepting mixed audience feedback
35:02 - Why short, focused presentations fit how people consume information now
36:39 - Where to learn more about Disrupt HR and why disagreement matters
37:07 - Laurie Ruettimann, strong opinions, and learning from disagreement
38:32 - What listeners should take from short talks and different viewpoints
40:20 - Final thoughts on disrupting work, organizations, and yourself

Notable quotes
“I think HR gets blamed for a lot.”

"I challenge you to disrupt yourself, your organization, your people.”

“This is the definition of innovation.”

Action items
Ask why a process exists before assuming it should stay the same.
If a manager wants to take action, ask them to own the decision and make the case.
Look for one process that is broken and one that seems fine but could be better.
Compare your workplace experience to the consumer experience you expect outside work.
Revisit assumptions about HR being the default owner of every uncomfortable business problem.
42 min
September 10Betsy Irizarry - The Compensation Risk Most Companies Don't Measure
In this episode of HR Data Labs Podcast, host David Turetsky is joined by Betsy Irizarry, CEO and founder of HR Contempo, to unpack one of the most overlooked compensation risks in modern organizations: pay compression. They also discuss how AI, labor market pressure, mergers and acquisitions, and communication gaps are reshaping workforce strategy and employee trust.
Betsy brings 25-plus years of HR experience across industries including technology, professional services, agriculture, and energy, making this a practical conversation about what leaders are missing and what they need to do next.

Key topics
Betsy Irizarry shares how HR Contempo helps organizations with human capital issues, especially mergers and acquisitions and compensation work.
Pay compression is becoming more common as companies raise pay to compete for new hires while leaving long-tenured employees behind.
Labor market pressure is intensifying the problem, especially in skilled trades like plumbing and electrical work tied to data centers and other growth sectors.
David and Betsy connect today’s compensation challenges to pandemic-era pay decisions that created long-term ripple effects.
Mergers and acquisitions often focus on financial and operational integration while overlooking compensation structure and job analysis.
Simply matching job titles is not enough in M&A work because the actual work, scope, and responsibilities may be very different.
AI is creating a new kind of compensation pressure as companies pay more for employees who can use AI tools to generate insights and move faster.
Betsy argues that organizations must balance AI adoption with institutional knowledge, since experienced employees still bring critical context.
Workforce readiness for AI is uneven, so organizations need to assess who can reskill and who may struggle to adapt.
Total rewards matters more than base pay alone, including benefits, 401(k), employee assistance programs, development, and other perquisites.
Communication is a major theme throughout the conversation, especially around pay transparency, manager training, and helping employees understand total compensation.
The episode closes on the idea that compensation conversations should become more open, business-oriented, and positive.
Timestamps
00:00 - Welcome to HR Data Labs Podcast and introduction to Betsy Irizarry
01:07 - Betsy’s background and HR Contempo’s focus on human capital and M&A
02:14 - Betsy’s travel habit of studying how businesses operate in different places
04:22 - Episode topic: pay compression and AI reshaping workforce strategy
05:30 - The most common compensation challenge Betsy sees across clients
06:42 - How pandemic-era pay decisions still affect compensation today
07:19 - Labor market pressure and why skilled trades are at risk of compression
08:49 - Solar and IT examples of demand spikes driving wage pressure
10:02 - Why M&A can create major pay compression if compensation is ignored
11:06 - Job description management and why titles alone do not tell the full story
12:35 - AI skills becoming a premium and the risk of losing institutional knowledge
13:37 - Should companies hire AI talent or reskill current employees?
15:23 - Why outcome-based AI use matters more than activity metrics
16:50 - Walmart self-checkout as a cautionary tale about automation and human oversight
18:49 - HR’s role as the sounding board for leaders on cost-cutting and people strategy
20:07 - What pay compression means, with a practical salary example
21:50 - Ways to address compression without giving everyone the same raise
23:27 - Why total rewards is broader than base pay and benefits
24:04 - Differences between companies with strong total compensation packages and those without
25:36 - The need to overcommunicate total rewards through statements and ongoing manager conversations
26:50 - Why merit review should include the full compensation picture
27:48 - Does pay transparency actually improve equity?
29:33 - Training managers and employees to have business-oriented pay conversations
31:04 - AI makes pay and company information easier to find, increasing the need for honest communication
32:18 - HR’s responsibility to advise leaders and support employees’ basic need to be paid fairly

Notable quotes
“AI won't replace you. Someone who understands AI and uses it as a tool will replace you if you don't.”

“At the end of the day, they just want to get paid so that they can go back home and have a good life.”

“Let's have continue to have conversation, meaningful conversations with our leaders and our employees.”
33 min
September 03Denise Triba - Using HR operational data and AI to improve service delivery
In this episode, host David Turetsky speaks with Denise Triba, CHRO at Ingenovis Health, about how her HR team is using workflow mapping, ticketing data, and AI to improve service for clinicians and internal teams. The conversation centers on a practical, human-in-the-loop approach to AI, with Freddie, their internal AI tool, trained to handle repetitive HR questions faster and more accurately. We discuss how a workforce solutions company thinks beyond recruiting, why understanding the work before applying technology matters, and how better HR operations can improve clinician experience, response speed, and career development.

Key topics
David introduces Denise Triba, CHRO at Ingenovis Health, and frames the episode around operational data and AI in HR.
Denise explains that Ingenovis Health is a workforce solutions company supporting healthcare providers and life sciences organizations with the right workforce mix.
The discussion distinguishes Ingenovis from a traditional recruiting function, emphasizing a consultative model that optimizes client workforce needs.
Denise shares how the pandemic increased healthcare organizations’ need for more precise staffing and stronger workforce partners.
The HR team started with workflow mapping to understand exactly how work was being done before adding technology.
A ticketing system was introduced to validate assumptions and quantify the most common HR requests.
The team identified high-volume issues such as benefits enrollment and leave requests, then began training Freddie to handle those questions.
Denise describes Freddie as an internal AI tool still in beta, used between HR and IT before external release.
The conversation covers human review, validation, and hallucination prevention, with subject matter experts writing and checking training articles.
Denise explains that AI is helping reduce repetitive work, improve first-response accuracy, and free HR coordinators for more valuable work and career growth.
The episode closes with advice for HR teams: start with the process and the people doing the work, then apply technology to enhance it.
Timestamps
00:00 - Opening and introduction to the episode
00:32 - David introduces Denise Triba and Ingenovis Health
01:01 - What Ingenovis Health does as a workforce solutions company
01:47 - The kinds of healthcare roles Ingenovis supports
02:38 - Denise’s background and early interest in medicine
03:48 - Why the episode focuses on operational data and AI in HR
04:24 - Employee and clinician experience as a top priority
05:21 - Why Ingenovis is more than a recruiting team
06:33 - The mix of W-2 employees and 1099 contractors
07:34 - Why facilities choose workforce solutions over direct hiring
08:33 - How healthcare organizations changed after the pandemic
09:04 - Starting with workflow mapping before introducing AI
10:03 - Using ticketing data to validate top HR call categories
10:29 - Tracking 3,000 calls and training Freddie with real data
11:33 - How workflow data shows friction and points to automation
12:10 - Faster, more accurate information for clinicians and HR coordinators
12:55 - Benefits enrollment as the most common question
13:22 - Other repeat requests like leave support
14:34 - Writing articles to train Freddie on core answers
15:04 - Subject matter experts validating Freddie’s responses
15:48 - Avoiding misinformation and limiting scope during early rollout
16:34 - How Freddie is used internally in beta
17:22 - Better capture rates and fewer repeat follow-up emails
18:44 - Extending clinician satisfaction through better service
20:15 - When Freddie needs human support and escalation
20:40 - Employment verification as an example of a hybrid workflow
21:43 - Using AI across client-facing and sales-side operations
22:59 - What surprised the team most about implementing AI
23:56 - How the project is expanding into other HR workflows
24:27 - Addressing fears that AI would take jobs away
26:05 - Cost considerations and working within budget
27:21 - The value of strong HR and IT partnership
28:37 - Advice for HR teams considering AI adoption
29:28 - Closing reflections on the scientific, process-first approach
29:54 - Looking ahead to future updates on Freddie and beyond

Notable quotes
“You really need to understand the what before you start to apply the how.”

“If you have to teach someone, you learn it.”

“This isn’t about a workforce change internally. This is about how do we get better."
31 min
August 27Nicole Ward - The Executive Athlete: Why Leaders Need Recovery to Perform
David Turetsky talks with Nicole Ward of Aon about her concept of the executive athlete and why leadership performance is built on physiology, recovery, and sustainable habits. They explore how burnout shows up in executives and sales teams, and why HR can play a major role in reframing wellness as a business performance issue.Nicole shares her own wake-up call, the accident that pushed her to rethink health, and practical ways leaders can build better energy, focus, and resilience without “boiling the ocean.”

Key topics
Nicole Ward’s background at Aon - Senior vice president of sales with a career rooted in professional services, public accounting, and now commercial insurance.
The origin of the executive athlete idea - Nicole’s near-fatal rollover accident became the catalyst for a long-term shift toward health and wellness.
Physiology as leadership infrastructure - Her central idea is that energy is the currency of performance, and leaders who are under-slept, under-nourished, and constantly “on” are not operating at full capacity.
Why burnout matters organizationally - Burnout, dysregulation, and chronic stress in senior leaders have downstream effects on teams, culture, and decision-making.
Culture rewards overwork - The conversation pushes back on the idea that always being available is a badge of honor, especially in executive roles.
Recovery improves performance - Nicole argues that slowing down and recovering is not weakness but a competitive advantage supported by real data.
Small changes beat all-or-nothing thinking - She recommends “exercise snacks,” breathing breaks, short movement intervals, and better sleep habits rather than unrealistic total overhauls.
Data can drive behavior change - She shares an example of a sales team using wearable devices over six months to track sleep, stress, and activity, leading to better performance and better well-being.
HR’s role in changing the conversation - HR professionals can bring wellness into strategic planning sessions and ask leadership how health is being prioritized.
Bio-individual wellness at work - Nicole emphasizes that companies should offer flexible options because different people need different supports, from meditation space to gym access to better snacks.
Timestamps
00:00 - Welcome to HR Data Labs and introduction to Nicole Ward
01:12 - Nicole’s role as senior vice president of sales at Aon
02:15 - The accident that sparked the executive athlete journey
03:14 - Why executives need physiology, not just willpower
06:54 - How boardroom experience shaped the platform
07:24 - A team member’s comment that changed everything
08:21 - Why the book is aimed first at sales athletes and then all executives
09:30 - Recovery as a competitive advantage, not weakness
10:43 - The cost of working until collapse
11:20 - The “toxic capacity” bucket and signs of overload
12:19 - Why leaders struggle to fully disconnect
13:26 - Tying recovery to revenue and metrics
14:41 - Burnout in sales and other high-pressure roles
15:31 - Alternatives to always being “on”
16:25 - Why all-or-nothing thinking fails
17:26 - Using micro-habits for sleep, breathing, and movement
19:37 - A six-month wearable experiment with a sales team
21:33 - Salespeople as athletes and why preparation matters
22:48 - Why companies should treat wellness as a real priority
23:45 - The biology of organizations and employee energy
24:48 - How HR can start the conversation with leadership
26:14 - Bringing health and wellness into strategic planning
27:10 - Example of no meeting Fridays
28:46 - Why a bio-individual approach is better than one-size-fits-all
29:15 - Personalized wellness options for different employees
30:11 - The reality of obesity, inflammation, and dysregulation
31:11 - Incremental progress in the face of broader stress
32:01 - Closing thoughts and final thanks

Notable quotes
“Physiology is the infrastructure of leadership and energy is the currency of performance.”

“When we decelerate, when we allow ourselves to recover, we adapt.”

“My best tomorrow starts tonight.”
32 min
August 21HR Data Labs Team - Perspectives on Pay
HR Data Labs host David Turetsky gathers the team for a candid roundtable on what pay means, what people need from it, and how today’s economy is reshaping expectations around compensation. The conversation spans fairness, transparency, growth, respect, and the real pressure of inflation and job insecurity. The discussion features every member of the team who contributed substantively, including Angela Bailey, Ellen Gonzalez, IBEJesus Prince, Desiree Goldey, Mark Lane, Amy Brandt, Sushma Tripathi, and Leelee Johnson.

Key topics
In this episode, David Turetsky opens by framing pay as deeply personal, not just transactional, and asks each team member what pay means to them.
Angela Bailey describes pay as a reward for bringing talents, time, and effort to work, while also tying it to basic viability like housing and family support.
IBEJesus Prince says pay is a physical manifestation of effort, but only when systems are fair enough for that effort to be recognized.
Desiree Goldey emphasizes that pay fuels her dreams and life goals, while also pointing out that work has to be meaningful enough to be worth the tradeoff.
Ellen Gonzalez connects pay to career foundation, bill paying, credit health, and growth, stressing that respect matters just as much as the number on the paycheck.
Mark Lane defines pay as a measure of value, but says meaningful work, creativity, and the ability to be himself matter more than compensation alone.
Amy Brandt offers a younger worker’s view: pay is an earned exchange that lets her enjoy life, and consistency matters most right now.
Sushma Tripathi frames pay as a trust contract shaped by leadership, culture, fairness, and transparency, and says it should feel sacred regardless of role.
Leelee Johnson says pay means feeling appreciated and valued in the workplace, and later ties growth to knowing her worth, especially as an immigrant worker in the global economy.
The group then shifts into career growth, with several speakers linking growth to learning, AI, broader impact, and expanding their toolkits.
The final section focuses on the economy’s effect on pay, with repeated concerns about inflation, low wages, broken trust, reduced predictability, and the emotional toll of job loss.
Mark Lane shares a personal pivot after losing his job, explaining how starting his own podcast helped him find purpose and community during unemployment.
IBEJesus Prince closes with a practical solution: pay should be tied to business objectives, talent should be matched to need, and organizations need to return to the basics of fairness and alignment.
Timestamps
00:00 - David introduces the HR Data Labs team and sets up a roundtable on compensation 01:18 - Angela Bailey’s introduction and poet reveal
01:51 - Ellen Gonzalez introduces herself and admits to being a workaholic
02:08 - Ebegis Prince shares her background and the story of naming her daughter after herself
02:26 - Desiree Goldey’s global work experience and life abroad
02:45 - Mark Lane on marketing, saxophone, and Carnegie Hall
03:26 - Amy Brandt on studying in France
04:19 - Miracle introduces herself as a lead developer and singer
04:53 - Sushma Tripathi is introduced after microphone issues
05:21 - Topic shift to perspectives on pay in 2026
06:08 - What pay means as affirmation, survival, and motivation
07:24 - Pay as a reward for effort and a means to support family
08:13 - Pay as a way to fund dreams and life goals
10:14 - Pay as the foundation of a career and a practical way to support family
10:58 - Pay as value, creativity, and meaningful work
11:56 - Amy’s view of pay as earned freedom and enjoyment 12:38 - Sushma on pay as a trust contract
13:30 - David’s perspective on pay as organizational value and personal values
14:26 - What people require from pay beyond the paycheck
15:17 - Amy wants consistency from pay
15:42 - Desiree wants respect, challenge, non-toxic culture, and fair compensation 17:23 - Ellen wants respect, growth, and the basics covered
18:06 - Leelee defines pay as compensation and appreciation
18:51 - Mark wants fairness plus meaningful, stimulating work
19:23 - IBEJesus wants fairness, transparency, structure, and a framework
20:46 - Leelee’s direct answer: appreciation and value in the workplace
21:07 - Transition into career growth and transparency
22:14 - Leelee on growth, executive assistant work, and knowing her worth
23:24 - Sushma on growth through AI, automation, and process improvement
24:26 - IBEJesus on moving toward community impact and restoring energy to workers 25:02 - Mark on evolving, learning new tools, and solving bigger problems
26:03 - Angela on growth as impact, teaching AI, and expanding outreach
26:59 - Desiree on learning, podcasting, and eventually working for herself
28:11 - Amy on exploring options before committing to a direction
28:43 - Ellen on becoming a compensation professional and learning from the team 29:36 - David on stepping outside his comfort zone to build something meaningful
31:39 - The economy makes pay feel fragile and compressed
33:09 - Desiree on empathy for job seekers and people struggling to find work
35:39 - Amy on inflation, minimum wage, and the cost of getting to work
36:40 - Sushma on AI, layoffs, and the collision of strategy, emotion, and math
38:46 - Angela on control, confidence, and why current merit increases feel like pay cuts 40:53 - IBEJesus on the collapse of rugged individualism and the need for community 42:59 - Leelee on underpayment, basic needs, and the link between wages and dignity 45:44 - Mark shares how job loss and podcasting reshaped his perspective
49:32 - IBEJesus closes with a solution-oriented call to tie pay to business objectives 51:18 - David wraps up the conversation and thanks the team

Notable quotes
Pay is a trust contract.

Pay gives me control.

We need to get back to the basics.
47 min
August 06Season 11 Recap
In this episode, we reflect on the most impactful themes from season eleven of the HR Data Labs Podcast, emphasizing the transformative role of artificial intelligence (AI) in the world of work. Host David Turetsky discusses how AI has become a central focus across industries, influencing regulation, data governance, organizational change, and HR practices. Tune in for a comprehensive summary of trends, predictions, and key conversations that are shaping HR’s future.
Key Topics Covered:
The dominance of artificial intelligence in season eleven and its influence on HR.
The importance of data governance for AI integration, highlighted by insights from Talenode.
Practical applications of AI, including the use of large language models and local AI hosting solutions.
Discussions with industry experts on AI ethics, security, talent acquisition, and leadership.
Predictions and insights about AI’s role and regulation in HR over the next six months and beyond.
Notable interviews with HR thought leaders discussing organizational change, burnout, women in leadership, and HR technology innovation.
Future episodes focusing on pay equity, county-level HR issues, and machine learning use cases.
Timestamps:
00:00 - Welcome and season eleven wrap-up overview
00:33 - Changes in HR over the past years and current transformations
01:31 - Introduction of chickens and personal updates
02:29 - Recap of season eleven and its focus on artificial intelligence
03:12 - AI’s influence on organizational change, trust, and data governance
03:57 - The importance of data foundations for AI initiatives
04:27 - The increasing integration of AI into daily work and business practices
04:56 - The evolution from early computer use to AI today
05:54 - The proliferation of AI tools in corporate technology stacks
06:24 - Environmental and infrastructure challenges of AI data centers
07:10 - Advances in small form factor AI hardware and local hosting options
08:07 - Real-world AI applications at the desk and secure data practices
09:34 - Building AI models with retrieval-augmented generation (RAG) techniques
10:03 - Resources available at hrdatalabs.ai and hrdatalabs.com
11:02 - Notable interviews, including legal, security, talent acquisition, and leadership insights
12:29 - Reflection on season eleven, personal connections, and upcoming season twelve topics
13:00 - Highlights from upcoming episodes, including county HR challenges and practical AI applications
14:26 - Reviewing past predictions and setting new forecasts for the next six months
15:25 - Using AI to evaluate predictions and industry trends
16:17 - The shift from AI experimentation to measurable ROI in HR
17:44 - Current state of HR AI use cases, human-in-the-loop importance, and regulatory outlook
19:11 - Predicted regulation developments at the state and federal levels
20:44 - Host’s forecast: increased progress in AI adoption and ROI validation in HR
22:36 - The impact of AI-related layoffs, rehiring, and reputational considerations
25:02 - Exciting plans for future episodes, conferences, and continued industry insights
26:26 - Appreciation for listeners and partners, and encouragement to follow the show
This episode offers a deep dive into the evolving landscape of HR technology, emphasizing AI’s transformative potential and ongoing challenges. Whether you’re an HR professional, a business leader, or an enthusiast of HR innovation, these insights provide vital context for navigating the future of work.
28 min
July 30Alison Campbell - Burnout is a organizational design issue and increasingly a business risk. It’s NOT just a wellbeing issue.
In this episode, we explore the complex issue of burnout within organizations, its predictors, and how HR leaders can proactively address systemic risks that impact employee well-being and productivity. Alison Campbell, founder of Unburnt, shares her extensive research and practical strategies to recognize and mitigate burnout at every level of the organization.
Key Topics Covered:
Alison Campbell’s background and the founding story of Unburnt, highlighting her transition from corporate roles to addressing burnout
The relationship between burnout, innovation, and systemic organizational blockers
Research findings on how systemic factors like ambiguity, lack of transparency, and uncertain role definition predict burnout
The surprising discovery that highly active or visible burnt-out employees often exhibit reduced capacity for long-term strategic thinking
The impact of external stressors, demographic factors, and generational differences on burnout dynamics
Practical steps HR leaders can take: diagnostics, leadership development, board discussions, and transparent communication
The importance of viewing burnout as an organizational risk rather than solely an individual problem
How to foster a culture of open dialogue and early detection through diagnostics and ongoing conversations

Timestamps:
00:00 - Introduction to Alison Campbell and the importance of addressing burnout
02:27 - The moment that led Alison to focus on burnout and her personal journey
04:01 - Alison’s creative side and her graphic novel "HR Datadoodles"
06:16 - The research partnership with Bentley University on burnout predictors
07:44 - The link between systemic organizational risk factors and burnout
08:49 - How high burnout employees can still appear visibly active in their roles
09:39 - The significance of capacity to think strategically and translate plans into value
10:40 - The disconnect between perceived stress and actual burnout risks
12:02 - External vs internal stressors and the inability to compartmentalize life and work
13:09 - Leadership’s role in recognizing and mitigating burnout risks
14:47 - Organizational challenges in managing AI transformation and burnout
16:26 - The importance of leadership development and systemic change over siloed HR initiatives
17:50 - Lessons from early computer adoption and AI integration in the workplace
19:21 - The necessity of strategic, outcome-driven AI implementation and avoiding wasteful spending
20:31 - The role of diagnostics and ongoing measurement in early burnout detection
22:09 - The importance of communication from leadership and the board level
23:55 - Addressing the aging workforce and demographic considerations in burnout
26:49 - The impact of caregiving, obligation stressors, and generational differences
28:20 - Practical advice for HR leaders: assessing current tools, engaging with the C-suite and board
30:46 - The significance of transparent, frequent communication around organizational goals
33:55 - Final thoughts on the complexity of burnout and the need for comprehensive solutions

Resources & Links:
Unburnt Website
Research Paper on Burnout Predictors
HR Datadoodles Graphic Novel
Bentley University Center for Health and Business
Alison Campbell on LinkedIn
AI Transformation and Workplace Stress

Connect with Alison Campbell:
LinkedIn
Twitter
34 min
July 23Tim Sackett - The State of AI in HR and Talent Acquisition: Trends, Challenges, and Regulatory Concerns
In this episode, HR thought leader Tim Sackett joins host David Turetsky to explore the current landscape of artificial intelligence in HR, talent acquisition, and broader workforce management. They discuss the gap between technological potential and real-world application, legal and ethical challenges, and how government regulation could shape the future of AI in HR.
In this episode:
The real vs. perceived capabilities of AI in HR based on recent conferences and practitioner understanding
The legal issues emerging from AI use in recruiting, including Fair Credit Reporting Act concerns and litigation risks
The influence of government and regulatory bodies, with insights into new appointments like Keith Sondralin at the Department of Labor
The analogy of AI's growth and adoption to consumer products, highlighting how HR leaders can start integrating AI effectively
The untapped potential of blockchain for employee data integrity and verification in the future workforce
Practical advice on how HR practitioners can educate themselves quickly on AI basics to avoid vendor confusion
The importance of embedding AI into business and HR strategy to genuinely solve problems rather than just automate tasks
The ethical and security concerns linked to identity fraud, insider threats, and malicious use of AI for employment fraud
Timestamps:
00:00 - Welcome and episode overview on AI's impact in HR
00:48 - Insights into Tim's recent conference experiences and the state of AI learning among HR professionals
02:35 - The hype versus the real application of AI in talent acquisition
02:57 - Fun facts about Tim Sackett: a Belieber and a Swiftie
03:48 - The quality and impact of recent Super Bowl performances and music preferences
05:02 - Discussing the upcoming Rush tour anniversary and nostalgia for classic rock
06:34 - The intersection of AI and HR conference trends, gap analysis between practitioners and tech providers
07:50 - The knowledge gap in HR regarding AI capabilities and the risk of vaporware marketing
09:01 - Foundations of HR's misunderstanding of existing HR tech systems and AI's rapid evolution
11:33 - Legal challenges with AI, including Wells Fargo and Workday litigations, and compliance risks
13:07 - The potential for AI to cause or prevent legal liabilities and litigation
15:00 - New leadership at the Department of Labor and its implications for AI regulation
17:10 - Political influences on regulatory approaches and the need for national AI legislation
19:54 - Blockchain's dormant potential for workforce data sovereignty and validation
22:07 - The future of digital identity verification and the use of blockchain for employee records
24:11 - Risks of identity fraud and the importance of robust verification methods
26:22 - How AI can both combat and exacerbate identity fraud and security vulnerabilities
28:25 - Insider threats, employment fraud, and the importance of vigilance in digital security
31:10 - Strategies for HR leaders to become AI literate with minimal time investment
33:24 - The importance of understanding what "agent" and "automation" truly mean in HR tech markets
35:23 - Aligning AI initiatives with business and HR strategies to solve real problems
37:07 - Cost considerations, the hidden expenses of AI, and the importance of planning for ROI
38:48 - The "free" AI myth and the real costs of tokens, processing, and hardware investments
40:08 - The impact of AI data quality on recommendations and organizational decision-making
41:04 - Closing remarks and appreciation for Tim Sackett’s insights

Resources & Links:
Anthropic's Prompt Engineering Video
Keith Sondralin - Department of Labor
Claude AI by Anthropic
ChatGPT by OpenAI
Gemini AI by Google
The Fair Credit Reporting Act
Connect with Tim Sackett:
LinkedIn
Twitter
Note:
For HR leaders, gaining a foundational knowledge of AI is critical. Resources like Anthropic's short videos or AI primer courses can accelerate understanding and help avoid vendor hype and legal pitfalls.
41 min

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